Abstract
Companies are increasingly interested in participating in open foresight. However, little is known about the conditions supporting them to open up successfully in open foresight. This research takes a culture perspective on this issue. The leading assumption is that companies with an open culture are more likely to engage in collaboration than companies with a culture inhibiting openness. We use the Competing Values Framework to measure corporate culture, and collaboration breadth and depth to measure openness to external collaboration. Drawing on a sample of 168 Austrian companies, the research confirms that culture plays an important role in creating an environment supportive of open foresight, albeit in a somewhat surprising way: the internally oriented clan culture appears to support openness, while the externally oriented market culture does not support it. Possible explanations for this finding are put forward as directions for further research. The findings should help companies to predict whether they have the cultural conditions in place to embark on an open foresight journey successfully.
Highlights
Companies cannot master the increasing complexity and dynamics of their business environments (Vecchiato and Roveda, 2010; Fjeldstad et al, 2012) by relying exclusively on internal capabilities
Companies are increasingly interested in collaborating with other organizations to better master the complexity and dynamics of their business environments and to benefit from the potential of integrating external knowledge into their innovation and foresight processes
The hypotheses tested in this paper are based on the Competing Values Framework and reports on the influence of organizational culture in adjacent areas, notably open innovation, collaboration, and knowledge sharing
Summary
Companies cannot master the increasing complexity and dynamics of their business environments (Vecchiato and Roveda, 2010; Fjeldstad et al, 2012) by relying exclusively on internal capabilities. It requires companies to adapt (Heger, 2014) and develop an adequate organizational design to capture the gains of open initiatives (Fjeldstad et al, 2012; Appleyard and Chesbrough, 2017). Heger, 2014; Van der Duin et al, 2014; Heger and Boman, 2015) have proposed to build on adjacent areas as a foundation to study the phenomenon. We follow this suggestion and use open innovation and collaboration theory to develop open foresight theory
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